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1
Oases Working Group Report to the Board of Directors Review of
Activities
Director Tom Weisner, Chair
II. Introduction 4
III. Executive Summary 5
V. Evaluation of the RFP and Selection Process 7
VI. Oversight of the Oases Lease with Wilton Partners and
ExxonMobil 8
VII. ExxonMobil’s Assignment of its Leasehold Interest in Oases
9
VIII. Fostering Public Discussion of Oases Stewardship 10
IX. Conclusion 10
A. November 24, 2009
a. Public Notice and Agenda 13 b. Oases Redevelopment Program
History 16
B. February 10, 2010
a. Public Notice and Agenda 24 b. Oases Redevelopment Program
27
C. July 10, 2010
a. Public Notice and Agenda 31 b. Toll Agency Concession Comparison
34 c. Commercial Vehicle Parking 46
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Letter from Oases Working Group Chair Madame Chair and fellow
Members of the Board: More than half a century has unfolded since
the five original Tollway Oases opened. Once resting in
underdeveloped or rural settings, “oasis” was almost a literal term
when it came to Tollway users finding food, fuel or restrooms. At
that time, the number of Tollway interchanges was limited, as was
the development near them. Fuel stations and restaurants were
likely to be in the nearest town, well down the road from the
interchange, and convenience stores didn’t yet exist. For most
people traveling down the Tollway, especially the large Baby Boomer
families that dominated the era – the Oases were necessary,
convenient and, often, fun. A half century later, the picture has
changed dramatically. Today, much of the Tollway runs along
well-populated areas (this is partly a function of the Tollway’s
mere presence), the number of four-way interchanges has increased
significantly and they are typically surrounded by multiple fuel
stations-cum-convenience stores, not to mention an overabundance of
fast-food franchises. Traffic on the Tollway system has increased
by a factor of more than 20, although the average trip has gotten
shorter, and there are certainly fewer children in back seats these
days crying for food or restrooms. Once an absolute and singular
necessity for many, our Tollway Oases are now simply a convenience
– a convenience with considerable nearby competition. Nonetheless,
they will remain a service to Tollway users for the foreseeable
future. This report describes some of the steps the Tollway has
taken with our Tollway Oases to address changes in the business and
travel environment. Per our mission statement, it reviews various
processes engaged in by the Tollway in the recent past, such as the
involvement of the private sector in overall Oases management and
operation. More critically, perhaps, it raises important
considerations for the future of our Tollway Oases. Some of our
recommendations come with the benefit of 20/20 hindsight; some are
an informed attempt to see into the future. In Tollway parlance, it
could be said that we are still at an early milepost in the journey
toward the oasis of the future. Once the Tollway’s two, long-term,
private partners are clearly established (and progress was made
during the past 18 months), it is critical that the three parties
work collaboratively to survey current and prospective Oases
customers, including the trucking industry, and then identify a
long-term approach to satisfying their needs. Just as importantly,
we must collaboratively consider possible changes in current Oases
lease arrangements. Our private partners will be most concerned
with their profitability, because only reasonable profits will
sustain their operations. We, the Tollway, must be primarily
concerned with the continuity of convenient, quality customer
services for Tollway users. Fashioning a future for Tollway Oases
that meets both of these objectives will guarantee Tollway
customers a true amenity on which they can depend and of which we
can be proud. Respectfully,
Tom Weisner Chairman, Oases Working Group
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INTRODUCTION
A. Mission Statement
In November 2009, Chair Wolff appointed the Oases Working Group to
ensure that the Illinois Tollway is operating its Oases in an
efficient and effective manner and that Tollway users are being
treated fairly and equitably. The mission of this Working Group
comprised the following responsibilities:
• Review all available information regarding the Tollway’s decision
and the process for entering into a design-build and operating
lease regarding the Tollway Oases.
• Evaluate the RFP process and selection of Wilton and ExxonMobil.
• Examine Tollway oversight of the Oases Lease with Wilton Partners
and ExxonMobil and the current
status and next steps related to the Lease with Wilton Partners and
iStar. • Assess ExxonMobil’s plan to assign its leasehold interest
in Oases fuel stations. • Foster public discussion regarding
long-term Tollway stewardship of the Oases Leases and
properties.
This Working Group met as necessary and reported to the full Board
with respect to its deliberations on at least a quarterly
basis.
B. Working Group Membership and Meetings
Chair Wolff appointed Director Tom Weisner to chair the Oases
Working Group (Group), along with Directors Tom Canham and Jim
Roolf. Director Roolf later recused himself from the group to avoid
the appearance of a conflict of interest. The Group was staffed by
Greg Stukel, Ed Flores, Robert Lane, Joelle McGinnis, Michael
Pustelnik, Leslie Savickas and Andrew Boron. The Group held three
public meetings, all of which were advertised and open to the
public, on the following dates:
- November 24, 2009 - February 25, 2010 - July 7, 2010
The following pages describe the Group’s process of discovery and
analysis over the last 16 months, the conclusions drawn and
recommendations for possible future action.
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EXECUTIVE SUMMARY The decision in the 1990’s to move control and
maintenance of Tollway Oases to the private sector through a
public-private partnership (PPP) was both prescient and financially
responsible. By developing these PPP’s, the Tollway has been able
to focus more time, energy and money on its core service: the
provision of expeditious vehicular and freight travel in Northern
Illinois. Capital cost savings, alone, to the Tollway on the recent
privately financed improvements of oases facilities amounted to
nearly $100 million. Subsequent to Wilton Partners selection and
signing, under Governor George Ryan’s administration to operate
Tollway Oases, Wilton did sponsor a fundraising event benefitting
Ryan’s successor, Rod Blagojevich. Although this later caused
public speculation that Wilton’s selection had political overtones,
no evidence of wrongdoing in the selection process was found. The
larger problem that emerged with the Tollway’s relationship with
Wilton was its eventual insolvency and failure to repay either its
Oases capital improvement loan to iStar Financial or its pavilion
rent to the Tollway. iStar ultimately foreclosed upon Wilton and
took over Wilton’s lease of the Oases. iStar also made good on the
$2 million in rent and other payments owed to the Tollway by
Wilton. Throughout the course of Wilton’s troubles, the Tollway
made sure that service to Tollway users was not significantly
impacted. With the assistance of a financial consulting firm, the
Group reviewed ExxonMobil’s 2009 request to assign its Oases fuel
station and convenience store leases to a Chicago area firm,
finding the firm not sufficiently qualified. ExxonMobil desisted.
In May 2010, ExxonMobil indicated its intent to assign its Oases
lease to 7-Eleven, Inc., and a review by the Group and the same
financial consulting firm found 7-Eleven to be financially and
operationally qualified to assume the fuel station/convenience
store lease. The assignment of this lease to 7- Eleven is expected
to be finalized soon. Thorough analysis of recent candidates for
lease assignments was critical to Tollway decision-making and the
Tollway should employ skilled financial consultants to review any
future lease assignment attempts. The Group also met with trucking
industry representatives. The trucking industry is the largest
single source of revenue to the Illinois Tollway. Industry
officials indicated that truckers use Tollway Oases less for
long-term stops (mandatory rest stops after 12 hours of driving)
than for short-term staging while awaiting final deliveries. As
such, contemplated Advanced Truck-stop Electrification with in-cab
heat and other services may not be a viable consideration. On the
other hand, there may be a demand for one or more simple
“rest-stop” like facilities along the Tollway at locations other
than the current Oases for longer-term stops. Although the volume
of traffic on the Tollway system is once again on the rise,
post–Congestion-Relief Program, the continuing decline in the
average trip distance, the surplus of fuel and food stops near
every interchange and even the improved fuel mileage of 21st
century vehicles make it likely that a smaller percentage of the
larger number of Tollway travelers will use Tollway Oases in the
future. In other words, Oases traffic will grow at a much slower
rate than overall Tollway traffic. Given today’s market and the
typical layout of Oases facilities, convenience stores at fuel
stations are outperforming pavilion operations. Moreover, pavilion
facilities contain more than the optimal square footage. These
factors create two issues for Tollway consideration:
1. The need to maintain future lease terms that allow for the
success and continuity of Oases pavilions, including top quality
tenants.
2. The possibility of identifying potential non-traditional tenants
for Oases pavilions.
Capital improvements to Oases parking lots, ramps and other
infrastructure, costing up to $35 million, will be required in the
near future. Under the current lease, this is largely the
responsibility of iStar. Both this issue and the long-term
profitability of Oases pavilions must be considered in future
discussions with iStar or its successor.
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When the Tollway allowed the bifurcation of the original master
lease, which meant splitting responsibilities and revenue
opportunities between the pavilion operator (Wilton) and the fuel
station/convenience store operator (ExxonMobil), it created a
dynamic of internal competition. If the opportunity presents
itself, the Tollway should restructure arrangements so that it has
a single master partner overseeing both pavilion and fuel station /
convenience store operations.
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Oases Design-Build and Operating Lease Decision – Private-Public
Partnerships
The Tollway has operated oases facilities (Oases) or motorist rest
areas since the opening of the Tollway in 1959. At that time, the
Tollway was located in a rural environment with little off-line
access to fuel and food service. Therefore, the Tollway constructed
the Oases and leased the facilities to nationally known vendors,
including Standard Oil Company (which sublet to Fred Harvey/Howard
Johnson’s), McDonald’s, Wendy’s and ExxonMobil to provide
convenient food and fuel services for Tollway users. The Belvidere,
Des Plaines, O’Hare, Hinsdale and Lake Forest facilities were
constructed as part of the original Tollway system. As the system
expanded, two Oases were added – the Chicago Southland Lincoln
Oasis in 1968 and the DeKalb Oasis in 1974.
Background:
Initially, the Tollway had primary responsibility for facility,
lawn and parking lot maintenance of the Oases. During the 1980’s,
with new lease agreements, the Tollway shifted some of those
responsibilities to its lessees, including building facility
maintenance (except roof) and parking lot trash clean-up. The
Tollway was still responsible for snow plowing, as well as parking
lot and lawn maintenance. In the early 1990’s, the 30-year-old
pavilions at the Oases were in need of repair and/or reconstruction
and the existing operating agreements with McDonald’s, Wendy’s and
ExxonMobil were expiring. For those reasons, in 1993, the Tollway
hired consultants to work with Tollway finance and engineering
professionals to devise an Oases Redevelopment Program. This
program was developed based on findings from three studies: a
facility assessment study, a strategic planning study and an Oases
location study. Additionally, this team conducted customer surveys,
engaged the public and municipalities surrounding the Oases in
discussion, met with user groups such as trucking organizations and
met regularly with Tollway executive management and the Tollway
Board of Directors (Board). The primary objectives of the Oases
Redevelopment Program were to: (1) continue providing fuel and food
services to its customers, (2) transfer full operating and
maintenance responsibilities from the Tollway to the lessee, and
(3) minimize the Tollway’s capital investment for the
redevelopment. In an effort to minimize the investment of Tollway
funds and to bring in operational experts, the Board approved what
may have been one of the first private-public partnerships of its
type. As part of this effort, in 1999 Illinois State Representative
Jeff Schoenberg spearheaded legislation allowing the Tollway to
extend/enter into 25-year lease agreements. Previously, the maximum
lease term allowed was for 10 years. Extending the lease term to 25
years made the lease agreements more attractive to private
entities. The resulting privatization of the Oases required a
private entity to make the capital investment necessary for the
improvements in exchange for the opportunity to earn a profit from
the operation and management of the facilities.
Despite financial problems that ultimately arose in the Tollway’s
private-public partnership with Wilton, those problems were
generally transparent to Oases customers. The Tollway accomplished
its goals of shifting substantial capital improvement costs and
operational responsibilities to the private sector, saving the
Tollway approximately $100 million. Tollway users have benefited
from clean, modern Oases facilities.
Findings:
Since the Tollway first embarked on a private-public partnership,
other toll road authorities have followed our lead, arguably
improving on our model. (These improvements will be discussed later
in this report). Evaluation of the RFP and Selection Process
Prior to issuing the Request for Proposals (RFP) for the Oases
leases, the Oases Redevelopment Team solicited feedback from
potential bidders at a public forum to gauge their interest and
incorporate their feedback into the process. Based on its past
experiences with Oases maintenance and operation, the Board and
Tollway executive management determined that it did not possess the
requisite expertise in real estate development and restaurant
Background:
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management to operate the Oases. As a result, before and after the
issuance of the RFP, the agency attempted to maintain an ongoing
flexible approach to the oases redevelopment process, which
included feedback from bidders on the RFP specifications. For
example, the Tollway withdrew its original Oases design prototype
included in the RFP allowing potential bidders, the presumed
experts, to incorporate their own ideas. As a result, the final
building design was considerably different from the one originally
contemplated. For comparison, the original Oases design prototype
developed by the Tollway’s consultants consisted of a rebuilt
pavilion facility that would have accommodated full mainline
widening (four lanes plus full shoulders for the Tri-State Tollway
Oases), one main tenant, one or two smaller vendors and updated
restroom facilities. The architectural style was in the
prairie-style of the Midwest. After the RFP was issued and
proposals were opened, the RFP evaluation committee narrowed its
choices to two main competitors - Wilton Partners and Tollway Oasis
Partners (TOPS) because, unlike proposals from other bidders, these
included commitments to redevelop facilities at all of the existing
Oases buildings. Other proposals included only redevelopment for
certain Oases. For example, McDonald’s submitted a proposal to
redevelop the Des Plaines Oasis only. The Tollway ultimately
selected Wilton Partners because its proposal included: (1)
numerous nationally known vendors, including ExxonMobil and (2)
both a fixed rent payment and a percentage of profits. The TOPS
proposal did not include profit sharing with the Tollway and did
not include committed vendors.
With the assistance of the Oases Redevelopment consultants, at the
direction of the Tollway’s Finance Department and leadership from
members of the Tollway Board, the Oases selection process was
transparent, fair and consistent with the procurement rules in
effect at the time
Findings:
1
.
The above described Oases redevelopment process occurred over the
better part of a decade. The underlying Leases were finally signed
in April 2002 during the administration of Governor George Ryan. In
January 2003, Governor Rod Blagojevich took office. While it was
widely reported that a Wilton Partners principal hosted at least
one fundraiser for Governor Blagojevich, and with the understanding
that the Oases redevelopment project has been scrutinized by
various law enforcement agencies, there have been no criminal
proceedings to date arising from the vendor selection
process.
OVERSIGHT OF THE OASES LEASES WITH WILTON PARTNERS AND
EXXONMOBIL
Wilton Partners’ winning proposal included ExxonMobil as the fuel
station/convenience store operator. Shortly after being selected as
the successful proposer, Wilton Partners requested a separate lease
from ExxonMobil due to concerns about potential environmental
contamination issues. The Tollway granted Wilton’s request for
separate leases. To address the overlapping issues with the two
leases, including, but not limited to, product sales restrictions,
maintenance and environmental issues, Wilton and ExxonMobil
negotiated an operation and maintenance agreement. Despite the
Tollway having been added as a signatory, this agreement is legally
between ExxonMobil and Wilton.
Background:
In January 2007, Wilton stopped making required payments to the
Tollway for the Oases. By February 2008, when the back rent grew to
$1.4 million, Wilton and the Tollway entered into settlement
negotiations. However, in July 2008, the proposed settlement was
rejected by Illinois Attorney General Lisa Madigan. In the proposed
settlement, the Tollway would have foregone the $1.4 million in
back rent in exchange for Wilton dropping a claim of $4.7 million
for lost business due to Tollway construction. In spring 2009,
Wilton Partners' lender, iStar Financial, foreclosed on WIlton’s
capital improvement loan and took over the lease.
1 The Procurement Code “Code” became effective July 1, 1998, after
the oases procurement process had been initiated. Despite the fact
the Code did not technically apply to this project, to the extent
practically possible, the Tollway followed the rules and spirit of
the Code.
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Currently, SFI Chicago Tollway LLC (SFI), a subsidiary of iStar
Financial, formerly the Wilton Partners’ capital improvement loan
holder, owns the pavilion lease. SFI has contracted with US
Equities to manage the properties. With respect to the fuel service
lease, ExxonMobil has recently requested to assign its lease to
7-Eleven, Inc. The Tollway granted conditional approval of the
request in late 2010, and is coordinating with ExxonMobil to
finalize the assignment.
With respect to the ExxonMobil lease, the Tollway’s oversight was
conducted professionally and consistent with the terms of the lease
and the rules and regulations.
Findings:
Similarly, the Tollway’s oversight of the Oases pavilions has been
conducted in a professional manner. However, it can be surmised
that Wilton Partners’ financial difficulties that ultimately led to
foreclosure made the Tollway’s oversight more challenging. It
appears that the financial strength or weakness of the pavilion
lessee will have a direct impact on the oversight of the lease and
the overall success of the project. The Group has determined that
allowing separate leases may not have been the best for the
Tollway, or for pavilion operators, in particular. A single lease
may have prevented cannibalization of pavilion sales by the fuel
station convenience stores and eliminated concern about the
fairness of the assignment of the maintenance responsibilities
originally agreed to by Wilton and ExxonMobil. Finally, if the
entire Oases operations were subject to a single lease, it likely
would have allowed for more equitable financing and less Tollway
management responsibilities. Absent a change in the business model,
such as adding electronic billboards to generate additional
revenue, or renegotiating the terms of the lease, such as reducing
the required hours of operation, the pavilions may remain
financially challenged for the remainder of the lease term.
EXXONMOBIL’S ASSIGNMENT OF ITS LEASEHOLD INTEREST
In May 2009, ExxonMobil announced that it intended to exit the
retail business to focus its efforts on fuel production and
wholesale sales. As a result, it is divesting itself of all of its
convenience stores and retail outlets, including the facilities
located on the Oases. In December 2009, ExxonMobil proposed
assigning its lease to Combined Oil, one of its local fuel
distributors. However, after doing its due diligence, the Tollway
did not believe the proposed assignee possessed the capital or the
operational skills appropriate for operation of the Oases.
Therefore, the Tollway declined to approve the assignment.
Background:
In May 2010, ExxonMobil proposed assigning its Tollway leasehold
interest to 7-Eleven, Inc. In this case, the Tollway’s due
diligence indicated that 7-Eleven is financially and operationally
capable of successfully assuming the ExxonMobil lease. In December
2010, the Tollway conditionally approved the assignment. The
Tollway utilized the services of an outside consultant, McGovern
& Greene, to evaluate the financial condition of both Combined
Oil and 7-Eleven and their respective ability to operate the Oases
facilities. In making its recommendations to reject Combined Oil
and to preliminarily approve 7-Eleven, McGovern & Greene and
the Group took into account the following considerations:
1. Ability to operate the facilities. 2. Method and ability to
finance the transaction. 3. Method and ability to handle
non-routine environmental and operational issues. 4. The lessee’s
management capability to handle ongoing Tollway Oases
operations.
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The Tollway has approved this assignment because ExxonMobil
addressed and satisfied the above considerations. Specifically, the
Tollway’s consultant and the Group concluded the following:
1. 7-Eleven has extensive experience in franchising and operating
service stations and convenience stores. 2. 7-Eleven has a strong
balance sheet and is a financially strong company with a sizeable
parent company
(Seven & I Holdings Co. Ltd). 3. 7-Eleven will take
responsibility for fuel stations, convenience stores and car
washes, and its partners will
include ExxonMobil for fuel at all seven (7) Tollway fuel
stations.
The Tollway applied appropriate processes and criteria that allowed
it to properly evaluate lease assignment candidates. The exercise
was beneficial because it allowed the Tollway to objectively
determine if the assignee possessed the necessary capital,
operational experience and capacity to adhere to and satisfy the
original objectives of the Oases Redevelopment Program. Therefore,
the Group recommends that the process in which an outside
consultant with expertise in these matters continue to be used to
assist the Tollway in its review and approval process.
Findings and Recommendations:
FOSTERING PUBLIC DISCUSSION OF LONG-TERM OASES STEWARDSHIP
In an effort to invite public comment, the Group conducted three
public hearings/meetings. At its public meetings, the Group
discussed the issues addressed in the above report in some detail.
Members of the Group also met separately with representatives from
the trucking industry. While the meetings were available on the
Tollway Web site, public attendance at the meetings was low and
meetings were not attended by elected officials or their respective
representatives.
Background:
Once the two new lessees are in place, the Tollway should partner
with them to implement appropriate methods, such as on-site, mailed
and online customer survey; meetings with the trucking industry;
surveys of truckers; analysis of Oases traffic and usage trends,
etc. This should aid the three parties in identifying the proper
mix of Oases services, as well as consideration of potential lease
modifications to be negotiated.
Findings & Recommendations:
The Group recommends that the Tollway reach out to current and
potential Oases customers in effort to gauge what offerings they
might like to see the Oases offer in terms of food and service.
This can be achieved by conducting periodic surveys. The survey
results could be used to define business trends and pertinent Oases
issues, similar to the Customer Service Survey conducted by the
Communications and Marketing Department in 2010. That survey
included several questions related to the Oases and provided
insight on customer’s concerns and preferences related to the
Oases. The Group also recommends that the Lessees conduct their own
Customer Service Survey and would consider such a task to be a part
of their business operation.
CONCLUSION The original goals of the Oases Redevelopment Program,
listed below, are still applicable today:
1. Provide an expected or needed service to the Tollway customers
(fuel, food and clean restrooms) 2. Transfer the costs and
responsibilities for Oases operations and maintenance to private
operators with
experience in real estate development and retail management, and 3.
Minimize the Tollway’s capital investment in the Oases.
The Tollway accomplished those goals by pioneering private-public
partnership at the Oases. This was a first step, and we believe it
was a good first step for this project. Other states/agencies have
learned from the
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Tollway’s experiences and modified our formula. For instance, other
states/agencies have varied on how much control and oversight the
public entity was willing to shift to the developer. Some states
have retained more control over the physical plant. While the
Tollway has little responsibility for the maintenance of the Oases
parking lots, as a result of a less-than-anticipated income stream,
the condition of the Oases parking lots has declined. In
retrospect, it may have made sense for the Tollway to sacrifice
some of the anticipated rents and retain more responsibility for
the facilities. In addition, due to the Group’s role in the
assignment request by ExxonMobil combined with the Tollway’s
experience in the oversight of pavilion and fuel service leases
during the first eight years of the lease term, the following
conclusions have been reached:
1. Operation of the facilities. Despite the fact they are operated
by private entities, the public views the oases facilities as a
Tollway operation. Therefore, how the lessee operates them is a
direct reflection on the Tollway.
2. Method and ability to finance the transaction. As we have
learned from the Wilton Partners partnership, an entity’s financial
condition is important in meeting the Tollway’s objectives.
3. The Oases operator must have the knowledge and ability to handle
non-routine environmental and operational issues.
4. The lessee must possess a management capability to handle
ongoing operations. Moving forward, the Group recommends that the
Tollway continue to work with the current lessees and potential
assignees. Because the Oases situation has been in flux in terms of
both the pavilion and the fuel station/convenience store lessees,
it is difficult to chart the future of Oases operations, as this
will be the function of a future three-way partnership that
includes the Tollway and the two new Oases lessees. Once those
lessees are in place, the Tollway should work closely with them and
with Tollway customers to identify the mix of ongoing
responsibilities and implement arrangements that optimize services
for Tollway customers at minimal expense to the Tollway.
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ATTACHMENTS
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Schedule of Sub-Committee Meeting
February 25, 2010 Public Notice is hereby given of the schedule for
a Sub-Committee Meeting to be held on February 25, 2010. OASES
WORKING GROUP FEBRUARY, 2010 - 1:00 p.m. Boardroom Administration
Building
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THE ILLINOIS STATE TOLL HIGHWAY AUTHORITY TO: Director Jim Roolf
Director Tom Canham FROM: Sub-Committee Chair Tom Weisner DATE:
February 16, 2010 RE: OASES WORKING GROUP MEETING This is to advise
you that there will be an Oases Working Group Meeting on Thursday,
February 25, 2010, at 1:00 p.m. This meeting will be held in the
Boardroom of the Administration Building. If you are unable to
attend, please advise Marlene at Ext. 2349. cc: Chair Paula Wolff
Director Jim Banks Director Bill Morris Director Carl Towns
Director Maria Saldana Director George Pradel Acting Executive
Director Mike King Department Chiefs
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OASES WORKING GROUP
February 25, 2010 - 1:00 p.m.
1. Call to Order 2. Roll Call 3. Opening Remarks 4. Review and
Discussion of Staff responses to questions from November 24, 2009
hearing. 5. History of Oases 6. Update on Current Oases Issues 7.
Discussion of Agenda for next Working Group meeting. 8.
Adjournment
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Schedule of Sub-Committee Meeting
July 7, 2010 Public Notice is hereby given of the schedule for a
Sub-Committee Meeting to be held on July 7, 2010.
OASES WORKING GROUP
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THE ILLINOIS STATE TOLL HIGHWAY AUTHORITY
TO: Director Thomas Canham Director James Roolf FROM: Sub-Committee
Chair Tom Weisner DATE: November 18, 2009 RE: OASES WORKING GROUP
MEETING This is to advise you that there will be an Oases Working
Group Meeting on Tuesday, November 24, 2009, at 1:00 p.m. This
meeting will be held in 146B of the Administration Building. If you
are unable to attend, please advise Trudy at Ext. 1101. cc: Chair
Paula Wolff Director Jim Banks Director Morris Director Pradel
Director Towns Acting Executive Director Mike King Department
Chiefs
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OASES WORKING GROUP
November 24, 2009 - 1:00 p.m.
1. Present a brief history of the Tollway’s decision and the
process for entering into a Design-build and Operate Lease
regarding the Tollway Oases.
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Schedule of Sub-Committee Meeting
July 7, 2010 Public Notice is hereby given of the schedule for a
Sub-Committee Meeting to be held on July 7, 2010. OASES WORKING
GROUP July 7, 2010 - 9:00 a.m. Boardroom Administration
Building
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THE ILLINOIS STATE TOLL HIGHWAY AUTHORITY TO: Director Tom Canham
FROM: Sub-Committee Chair Tom Weisner DATE: June 28, 2010 RE: OASES
WORKING GROUP MEETING This is to advise you that there will be an
Oases Working Group Meeting on Wednesday, July 7, 2010, at 9:00
a.m. This meeting will be held in the Boardroom of the
Administration Building. If you are unable to attend, please advise
Andrew at Ext. 1006. cc: Chair Paula Wolff Director Jim Banks
Director Jim Roolf Director Bill Morris Director Carl Towns
Director Maria Saldana Director George Pradel Executive Director
Kristi Lafleur Chief of Staff Doug Kucia Department Chiefs
THE ILLINOIS STATE TOLL HIGHWAY AUTHORITY
OASES WORKING GROUP
July 7, 2010 - 9:00 a.m.
1. Call to Order 2. Roll Call 3. Opening Remarks 4. Approval of
February 25, 2010 Minutes 5. Review and Discussion of Oases in
Other States 6. Discussion of Agenda for next Working Group
meeting. 7. Adjournment
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INTRODUCTION
OVERSIGHT OF THE OASES LEASES WITH WILTON PARTNERS AND
EXXONMOBIL
EXXONMOBIL’S ASSIGNMENT OF ITS LEASEHOLD INTEREST
FOSTERING PUBLIC DISCUSSION OF LONG-TERM OASES STEWARDSHIP
CONCLUSION
OASES WORKING GROUP
1. Call to Order
2. Roll Call
3. Opening Remarks
4. Review and Discussion of Staff responses to questions from
November 24, 2009 hearing.
5. History of Oases
7. Discussion of Agenda for next Working Group meeting.
8. Adjournment
OASES WORKING GROUP
OASES WORKING GROUP
OASES WORKING GROUP
1. Call to Order
5. Review and Discussion of Oases in Other States
6. Discussion of Agenda for next Working Group meeting.
7. Adjournment